Did Quaker make an error in buying Snapple or did they manage it badly? Roll forward to 1998. What can Triarcâs managers learn from Quakerâs experience? What can they apply from their own experience? Is the Snapple target market ""anyone with lips?"" Is it ok that Snapple ""ends up meaning lots of different things to lots of different people?"" What are the riskis and rewards of leaving ""what the brand stands for"" open to consumersâ interpretations rather than a strong positioning on it? And what does it mean to say that Snapple is a fashion brand? Identify the three highest [priority initiatives you would start tomorrow if you were in Mike Weinsteinâs shoes?